Our client needed help to deliver the project on-time and on-budget.
Project implementation was complicated by divided responsibilities between 25+ Engineering, Procurement and Construction (EPC) teams, each with multiple subcontractors and a project reporting structure that did not allow for clear visibility and problem resolution.
total potential savings (not cumulative) in various critical path reductions
of delay recovered in principal substation after three weeks of focus to meet critical commissioning date
increased production capacity of concrete supplier
Identify key areas for attention and deployment of rapid response team to resolve critical issues
Implement an owner's managerial War Room, plus 20+ contractor site War Rooms
Train owner's team to conduct daily sessions in War Rooms to control rate, readiness and critical path through relevant construction key performance indicators
Identify gaps and problems in contractors' schedules to reduce risks and/or maximise time‑saving ideas
Gain transparency and alignment for PMO through using strategically‑located visual boards with area‑specific detail cascaded to visually keep track of progress, schedule, ownership, etc.
Implement visual schedule to highlight interim deliverables on the critical path, helping EPCs to focus time and resources ‑ on this engagement, we increased the number of concrete trucks dispatched by 8:30am each morning, from less than 6 to 10 trucks